Freedom in organizations. Can it be a principle for organizational design, or is it an illusion we should not pursue?
Empowerment and Autonomy might be more practical notions, but still, many organizations struggle with finding the right balance between letting go and holding on. Many organizations are centralized for the sake of efficiency. And many organizations are clinging to a command-and-control approach that erodes trust and often dehumanizes business.
In my consultancy work, I come across many different organizational models very often based on the beliefs that people hold. There are also many fads, almost religious convictions. I plead for a return to the basics, which is people’s behavior in relation to the purpose of the organization, its customers, and its other stakeholders.
We know what the benefits of autonomy can be for all stakeholders, but we also know that effective and aligned autonomy requires a cultural shift. Too often, autonomy is a word written on the wall that is not experienced at all. When organizations want to empower, it must align all aspects of the organization to that idea. That often requires them to rethink many of its foundations, its leadership, climate, operational processes, structures, customer offering, hiring, development, …
Because it is not so easy, organizations often stick to their old ways and add autonomy as a kind of shiny varnish to an old business model. They often call it “agile” or something similar.
Increasing proactive and autonomous behavior can add value to your business, but don’t do it if you are unwilling to rethink your entire business.
Freedom is the topic of a newly developed keynote.
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